Seven ways charities can build relationships between boards and executives
The relationships charities have with their staff can be crucial to ensuring a “better outcome for the people the charity helps”, according to Sarah Loader. The Campbell Tickell consultant outlines seven ways in which third-sector organisations can boost the values of cultures of their teams heading into 2025.
Charities in the UK have endured tough times in recent years. The third-sector’s income shrank following the Covid-19 outbreak, while recent studies have highlighted how fraudsters are still targeting charities – even as reporting of incidents improves.
As charities look to strengthen their organisations heading into an uncertain new year, Sarah Loader, a consultant with Campbell Tickell, explains that “for charities that employ staff, the strength of the relationship between the board and senior members of the team is incredibly important”.
To help them “ensure this relationship works well and ultimately support a better outcome for the people the charity helps,” Loader has outlined seven key focus areas to explore.
- Share a commitment to the values and culture of the charity
Loader notes, “Encouraging a culture that is open and built on mutual respect helps ensure a safe space for staff to provide honest information, advice and feedback to the board. Staff should feel confident and able to say things as they are, including, and perhaps more so, when things are not going smoothly.”
- Recognise that you are ‘one team’ working for the benefit of those you are set up to help
“Always remember that you are all working together towards your strategic aims,” Loader continues. “There should be a culture where constructive challenge from trustees is welcomed by staff to get to the best outcome for the charity, rather than making staff feel like they are being unfairly criticised.”
- Have clear communication channels inside and outside of meetings
“Make it clear what the appropriate formal and informal communication channels are. It is important that there is good dialogue, but in an approved way,” Loader states.
- Offer regular feedback
“It is important that the board hears regularly how senior staff feel about their experience of the boardroom,” she adds.
- Define roles and responsibilities and the ‘rules of engagement’
The Campbell Tickell expert cautions, “Trustees shouldn’t delve into the detail or step on the toes of staff, and staff should bring the right information to the board to ensure they can make good decisions. Ensuring the difference between the roles of trustees and senior staff is clear helps ensure either group does not stray into the other’s territory. Paying conscious collective attention every now and then to the ‘rules of engagement’, or to how the board and senior staff want to and will work together is very helpful.”
- Commit to learning and development
“There is always more to learn and new and interesting approaches to consider,” she expands. “Sometimes joint development sessions can be helpful. Some organisations find that periodically exploring the different personality types across the board and senior team can be helpful to ensure understanding of the different ways individuals operate and learn.”
- Ensure the Chair, Chief Executive and Senior Independent Director (if there is one) have a clear role in managing and mediating the relationship
Loader concludes, “All three have responsibility to keep a watching brief on the quality and tone of the relationship and to take prompt action if it isn’t quite as it should be.”
